Architects / 12 site supervision steps: Contractor & Communication is the tenth article 9,8,7,6,5,4,3,2 of a series. To share and illustrate the author’s years of project architectural supervision experience. The experience of supervising various types of projects and functions in several areas and countries in the Gulf region. Such as functions related to human residential, commercial, leisure, sports, other industrial, and military projects. Projects I worked on and supervised, for example district cooling plant of Abu Dhabi Airport. An industrial building that supplies the airport with chilled air. Additionally, other projects, such as Emirates Industrial Bank, of a mixed-use function. Privately funded school building with a sports hall.
Architects- contractor and communication article plans to discuss how the architects in site supervision deal with contractors, as well as communication issues. In the first part, I will go through the communication issue and the correct way to communicate with the contractor at the project site. Surely, communication in the correct way makes work smooth and avoids delays and fines. The second part includes ways to deal with the contractor on the project site in order to make the project run smoothly.
Architects’ site supervision communication with the project team
At the beginning of the project kick-off meeting, architects’ team must make sure the point of contact to communicate during work. The point of contact from the consultant team and contractor side makes the team work more efficiently as well as reliable. This activity increases the credibility of both sides in front of clients as working professionals. In addition, shows the two sides’ respect for the project organization team as the higher level should communicate with the lower level.
When architects transfer data accurately, they ensure mastery of supervision work on one hand. On the other hand, that gives the contractor a positive pulse to do hard work, cooperate, and execute activities as per the contractor’s project plan. Transferring data comprises one of the most important activities for site supervision and contracting work. Architects transfer data in the form of verbal instructions, through submittals (paperwork), by email communication, through site meetings, and finally, by the construction and shop drawings.
The important matter in transferring data is to whom the data is transferred. In many situations site supervision team has less experience with this issue, and data is transferred to the wrong location. Surely, this makes the work more difficult and frustrating because the data goes in all directions, which is not necessary.
As per my experience, when I was working as head of the architecture department in a consultancy firm in the Emirates, proper email communication represents a major element of work success. In my daily work, when I open my email, I find more than 100 emails coming from different levels. For example, from higher-level management, heads of teams, other departments’ engineers, and other companies’ (owned by the consultant) managers.
In addition, authorities’ engineers, architects, technologists, from administration, from clients, from developers, engineers, and the site supervision team. Email communication must adhere to company rules and the organization chart employee authority. Head of department contacts the same level by email and higher level, such as clients, contractor managers, subconsultant managers, and finally authority officials. The team’s heads, lead architects, have direct contact with the head of the department in executing design projects. See figure 1, shows connection between all teams in site construction.
In the site supervision, the team head of the ARE defines the organizational chart and the email communication process. Each architect of the team receives contact details of other teams to communicate on the project site. Everyone should adhere to the ARE instructions and orders on this issue. Surely, to make work organized, professional, flow easily, and reduce workload and the time wasted on higher management work.
Finally, Inspectors communicate with inspectors (contractor) and site architect (consultant). Site Architect communicates with inspectors (contractors and consultants), Site engineers (contractor and consultant), and ARE (consultant). ARE communicates with all contractor team and consultant team.
For more details about Architects – contractor and communication issues, project communication, you can read my previous article here.
Architect’s team dealing with the contractor at project site.
Architects and the site supervision team face several issues related to the contractor’s work at the project site.
The contractor wants his work to go smoothly. The site supervision team should avoid any problems or the creation of any obstacles not related to the code of conduct to ensure work goes on smoothly. Surely, cooperation and professional work will make the team and the contractor move forward without delay.
The contractor wants instructions documented and to come from authorized people. Surely, instructions must follow the organization chart authority level to give work legitimacy. Any instructions undocumented will make the contractor think and act towards delay, time extension, extra cost, and change order.
The contractor wants his work to be approved without delay. The site supervision team must not follow the habit of delaying work to show professionalism. Also, every item must take the proper time for execution and review. The team should delay work for no reason.
The contractor wants his paperwork and submittals to get approval from the first submittal. The contractor in this case wants to show he is an excellent contractor and provides high-quality work. The architect’s supervision team must deal with this matter seriously as it affects the consultant’s work. Paperwork and submittals must get approval if there are no serious problems or non-compliance with project documents.
The contractor wants to appear in front of clients that he is professional and provide work of excellence. The site supervision team to avoid any clashes, speech, or criticism in any venue, such as meetings, that annoy the contractor. That to keep work relations positive and reduce tension.
The contractor wants the consultant to consider that he is taking a risk by spending funds from his pocket, and any loss will put his business at risk. Site supervision team to consider not putting more financial load on the contractor for delays, repeating, adjusting, demolition, and removing items. Indeed, proper coordination, monitoring, inspections, and review will reduce the risks of improper work and loss for both sides. See Figure 2, the team studying risk at the site.
Contractors dig for change orders and extra cost, and time extension. The site supervision team should follow the project documents and, contract agreement to avoid going through change orders. Only when the client demands a task addition then the team proceed to instruct the contractor for extra work. The site supervision team must look to keep excellent relations with the client and cultivate for future jobs. Architects – contractor and communication highlights experience wise most issues an architect might face in his career.
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